Opinion: Keeping Qualified Drivers

By Louis J. Capolino

enezia Transport Service

As one responsible for operations at an aggressively growing trucking firm, I’m often asked what I think the industry will be like in 10 years. All we need to do is look back five years to see where we are headed in the next decade. From my vantage point, there is no issue that overrides that of the continued availability of qualified drivers.

We can all agree that the demand for drivers will increase. Since the early 1990s, the volume of freight moved by trucks has risen steadily. The strong global economy should continue this trend. But with this high demand comes a shortfall in supply, especially when seen in light of the fact that the number of people in the industry’s target demographic segment for potential drivers — ages 21 to 54 — is at a historic low.

How, then, do we find and keep the seats behind the wheels occupied in the years ahead? We could throw money at the problem, say in the form of signing bonuses in the range of $7,500 or pay at 70 cents a mile. That would fill seats in a hurry. But we all know that is not even remotely realistic, given today’s freight rates and increasing non-driver expenses.

The answer is not to initiate an upward spiral in rates of pay and benefits that, in the end, would strangle revenues and cost jobs. The answer instead is to change our corporate culture.

Consider these facts: Trucking companies provide basically the same service, pay basically the same wages and offer basically the same opportunities for growth and advancement for drivers. Some companies get their drivers home more often and have newer equipment, but in general, there’s not that big a difference among them.

In the coming years, companies that keep their seats full will be those that set themselves apart in some tangible way other than pay and benefits. Owners and managers at those companies must create a work environment that is appealing and unique, one that makes it easy for drivers to stay. For most companies, that means a change, from the top down, in the way we do business with our most valued employees and our most important internal customers.

How can we do this with a work force that spends most of its time on the road, away from the physical environment of the company? We do it by:

• Making sure that the in-house operations personnel understand the driver’s lives and what they deal with on a daily basis. There’s no better understanding than walking — or in this case driving — a mile in their shoes.

  Schedule ride-alongs for operations personnel to spend some time with drivers. In turn, have drivers spend a little time inside for a shared reverse experience.

• Insuring that equipment works properly and is up to, or surpasses, industry standards. Emphasize maintenance and shop practices. In turn, insure that mechanics understand their vital role in providing quality customer service for their drivers.
• Create an environment in which drivers feel like part of the team. Never treat any driver, especially when they call in with a problem, like an inconvenience or an outsider, no matter what the time or circumstance.
• Look at your company through the driver’s eyes. It’s important to see things from the viewpoint of those who you are trying to attract and keep.
• Make retention of drivers a primary component of your company’s business strategy, customer service policy and overall company philosophy.

If we treat drivers like commodities, like replaceable parts, like outsiders, they will act accordingly. But treat them like members of the family and like your most important customer, and they will respond by remaining a loyal, hardworking and important part of your company’s future. Develop relationships and understand what they experience and expect. Be willing to change your corporate culture, or get ready to pay exorbitant signing bonuses and inflated mileage rates.

Louis Capolino is vice president of operations for Venezia Transport Service, a 30-year-old, family-owned irregular route trucking and logistics company that specializes in dry, liquid, LPGas and food-grade bulk delivery, with headquarters in Limerick, Pa.